customer support preparation should be at the top of the to-do list in the near future.
How Do You Convince Executives to endorse customer service improvements? Greed is invoked.
customer experience was once thought to be the most important competitive differentiator — say, five years ago. The customer service that businesses offered was a powerful force that helped them stand out. The evidence was compelling, and influential success stories like amazon, Zappos, Trader Joe’s, and Southwest Airlines were built on it.
Attempts have been made by organisations all over the world to catch some of this enchantment. The majority of them are failing miserably. Those who are are no longer producing the lightning-in-a-bottle performance of the above role models, despite seeing significant increases in profitability. What really is going on? Is the consumer experience becoming a thing of the past? Is it suddenly less important to the organization’s success?
Certainly not. In reality, it’s the polar opposite.
Customer service is the price of admission, not a differentiator.
Aside from the pandemic, the strategic importance of customer service has shifted in recent years. It has gone from being a specific competitive differentiator to a non-negotiable requirement. providing excellent experiences is, at the very least, a matter of survival in every industry as the bar continues to grow to meet escalating consumer expectations. It was the answer to winning the game ten years ago. It’s now all basic table stakes. You’ll soon find yourself on the outside looking in if you don’t concentrate on customer service.
customer care has been moved to the back burner, which is a mistake.
The overall experience customers have with your business is referred to as customer experience. In the past few years, the human side of customer care, or customer service, has taken a back seat – and this has been a mistake.
In reality, a growing number of businesses are aggressively pursuing digital solutions and self-serve systems to replace human customer service representatives. Despite the fact that most tout self-serve solutions as improving customer service, the trend is mostly about cost savings. The cost of a real human being is 80-100 times that of technology. It’s a math problem, but it’s a popular blunder.
customer loyalty is based on how well you treat your customers. Self-service and automation aren’t the same thing.
human customer support, on the other hand, has undeniable importance.
Customer-employee interactions account for nine out of ten wow moments, which consumers are most likely to share with their friends and family. It is, at the end of the day, the most important component of consumer loyalty. Ignoring it comes at a high cost.
You don’t want to take risks with customer service. It’s more than just being courteous to others, and it’s more than common sense. It’s the consistent application of a set of skills, behaviours, and attitudes that send the message to customers that you care. highly oriented leadership and solid customer service training help to build a customer-focused community.
Customer support preparation should be at the top of the short-term to-do list.
It’s time to put customer service training on your short-term bucket list if you’ve never done it before. And if you’ve done training before, there’s a point at which you can revisit it. In any case, here are five indicators that it’s time:
Your service levels are erratic.
Quality levels that are inconsistent are a sure sign that your team isn’t on the same page. Here are a few things to keep an eye out for:
Some team members contend with much more “violent customers” than others.
Don’t dismiss this as a coincidence. It’s possible that they’re deficient in vital service recovery abilities.
In front of clients, employees who are having a “bad day.”
Of course, we all have bad days now and then, but when personal feelings start to creep into professional interactions, that’s a major red flag.
Your customers are more concerned with price.
Customers are willing to pay higher rates when they perceive a substantial difference in the service they offer, according to several studies conducted over the years. There’s a reason people would pay more for the Ritz-Carlton or the Four Seasons than for other, less luxurious hotels. Customers believe that the service’s value outweighs the cost.
If you see an uptick in cases of price affecting your customers’ purchasing decisions, it’s possible that it’s due to a perceived decrease in your service levels.
Customers are expressing dissatisfaction.
Are you seeing a rise in problem escalations? That’s a large, flashing red light indicating that problems are becoming more frequent or intense — and it’s not because your customers are becoming more difficult.
The majority of difficult customer encounters are triggered by the words and behaviour of staff, not consumers, according to a seminal 1990 study by mary jo bitner.
This is backed by our own review of hundreds of recorded customer service phone calls made by our clients. We’ve discovered two things:
The vast majority of negative customer experiences begin with a positive tone.
You can rewind these encounters to find the exact catalyst that pushed them in the wrong direction. It is almost always the product of something said or done by an employee.
Customers who have been with you for a long time are acting differently.
Are your long-term customers abandoning you, using your services less often, or investing less than they once did? These are frequently early signs that a consumer is in the midst of a churn period.
This is the kind of thing that can keep you up at night. every business experiences churn. However, you’ll run into issues if your loyal customers start looking into other choices. People don’t easily give up their loyalties once they’ve established them. When they do, it’s almost never due to a single occurrence. It’s because they’re getting the message that they’re unimportant.
Your workers aren’t collaborating well.
The experience we offer to external customers is built on strong teamwork, or internal customer support. When you start to see signs of interpersonal conflict or departmental silos preventing you from having things done, it can inevitably affect your external customers. internal customer service training that is well-designed and cross-functional, as well as a closer look at managers’ leadership skills, can go a long way toward preventing larger issues.